1. POLICY COUNCIL MEETING
Thursday, September 8, 2016
9:00 – 12:00 am

2. PUBLIC COMMENT

3. CONSENT AGENDA July 14th Policy Council Meeting Minutes
Housing Placement Report (Next Slide)

5. STRATEGIC PLANNING DISCUSSION
Ice Breaker: Why are you interested in addressing the issue of homelessness?

6. Agenda For This Session
Outcome: Get Clear Direction From Policy Council on Future Course of C3H.
History, Mission, Pillars
Successes
Top Priorities for Organization
C3H Expansion – Staffing & Data
Approve Budget and Funding Sustainability Plan

7. C3H Purpose Statement
C3H will harness all resources available to reduce the number of people experiencing homelessness, as well as minimize the impacts of homelessness in Santa Barbara County.

8. C3H Pillars As Approved in By-Laws
Prevent homelessness
Support the expansion of housing (and resources) for the homeless
Build a results and data driven culture
Elevate community dialogue, support and collaboration regarding homelessness
Encourage client commitment to self sufficiency

9. Are We Succeeding? How Do We Measure Success?
Pillar
Success Measure
Prevent homelessness
Look for decreases in Point in Time Counts, Track Housing Retentions
Support the expansion of housing (and resources) for the homeless
Support the CoC which allocates federal funding to local providers
Advocacy at city and county meetings
Build a results and data-driven culture
Use Vertical Change data system to maintain VISPDAT data (who people are and what they need), track housing placements, catalog and report on outreach measures
Elevate community dialogue, support and collaboration regarding homelessness
Host monthly regional meetings throughout the county with partners
Organize forums/training
Encourage client commitment to self-sufficiency
Regional coordinators & team leaders encourage self sufficiency as part of their strategies

10. Things We Are Currently Doing: What Are Your Top Priorities?
Regional coordination
Lead Agency to the Continuum of Care
Coordinated Outreach Teams (COTS)
Development of robust data system
Partnering with hospitals
Closing gaps in existing services
Conduct bi-annual (annual?) count of homeless people
Something else?_______________________

11. What do Community Partners Want from C3H?
Service Providers - closer relationships (e.g. MOUs) and training and support for Vertical Change
North County Cities - staff resources dedicated to outreach to families and unsheltered homeless
Policy Council and other elected officials - produce tangible results
Hospitals - alternatives for discharge of chronically homeless patients and a reduction in Emergency Department usage

12. C3H Expansion (Approved FY 2015-16)
Staffing Changes:
New F/T South Coast Regional Coordinator – converted vacant Administrative position
New F/T Coordinated Outreach Team Leader - to run Santa Barbara COT
Other Changes:
Office established in Santa Barbara
Increased overhead as relationship with United Way of Northern Santa Barbara County solidified
Movement towards “boots on the ground” – Coordinated Outreach Teams (COT) in all regions

13. C3H Regional Org Chart (2016-2017)

14. Data Driven Outreach and Coordination
C3H “houses” VISPDAT data with Vertical Change client management software (previously managed by City Housing Authority)
C3H manages bi-weekly Housing Placement Call
C3H provides Vertical Change tool for tracking and case- managing client interactions across the system
Early successes, but need more resources to continue developing the tool
Vertical Change has experience with other cross sector data projects locally (i.e. First 5, Family Service Agency)

15. Data on C3H Coordinated Outreach

16. BREAK TIME!!
10 Minutes

17. BUDGET PRESENTATION

18. FY Budget Timeline
May 12th – Policy Council received preliminary budget
July 7th – C3H notified of $0 funding from Cottage Health
July 14th – Budget Hearing postponed pending Santa Maria Council meeting (August 2nd) and Cottage Health meeting (August 3rd)
August – Santa Maria increases contribution to $24k and Cottage commits to $25k

19. Option #1 (Executive Committee Recommendation)
Sustained Operations Budget
Staffing Retained at Status Quo
Data Support (Vertical Change) Maintained
Uses $82,400 of Unallocated Revenues/Reserves (one-time funds)
Maintains a 4.5 month operating reserve

20. Option #2 Reduced Budget No Merit Increases for Staff
Elimination of Vertical Change data program/street outreach case management tool
Uses $49,475 of Unallocated Revenues/Reserves
(one-time funds)
Maintains 6 month approved reserve

21. Option #2 Reduced Budget Sustain 6 Mo. Reserves (2016-2017)
Impacts to Reserves
Impact to Reserves
Last Year Actual ( )
Option #1 Executive Committee Recommended Budget Reduction of Reserves ( )
Option # Reduced Budget Sustain 6 Mo. Reserves ( )
As of July 1st
156,888
245,138
Change in Reserves
88,250
(82,400)
(49,475)
Reserve Balance
162,738
195,663
Projected Six Month Required Reserves
154,197
215,841
199,379
Excess (Shortfall) in Required Reserves
$90,941
($53,104)
($3,716)

22. Future Budgetary Impacts FY 17-18
Option #1
$95,350 annual on-going operating increase
$53,104 one-time increase to replenish reserves
$148,454 Total Increase Revenues needed in FY
Option #2
$61,438 annual on-going operating increase
$3,716 one-time increase to replenish reserves
$65,154 Total Increase Revenues needed in FY

23. Action Item Reserve Policy Discuss and Approve FY 16-17 budget
Option #1 -- No change to existing six month reserve requirement
Option #2 -- Consider changing reserve policy to 4.5 months (eliminates need to payback $53,105 under Budget Option #1)
Discuss and Approve FY budget
Option #1 – Fully Funded (4.5 months reserves)
Option #2 – Reduced Budget (6 months reserves)
Other?